Jill E. Carter
PADMN 6360
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An employee who is
 fully involved in and enthusiastic about his/her work.
 willing to give discretionary effort towards the success
of the organization.
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Nine out of every ten workers in the world want
to take on challenges and are ready to put
discretionary effort into their jobs.
Unfortunately, only two employees in ten do so.
This discrepancy – the “engagement gap” – may
seem standard …but doesn’t have to be!
*Gebauer and Don Lowman with Joanne Gordon. CLOSING THE ENGAGEMENT GAP HOW GREAT COMPANIES
UNLOCK EMPLOYEE POTENTIAL FOR SUPERIOR RESULTS. Towers, Perrin, Forster & Crosby, Inc., 2008. p. 2.
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Think about your own colleagues, teams & departments –
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Are they:
routinely going the extra mile?
learning new skills?
helping your organization meet its goals?
understanding the role they play in the agency’s success?
feeling adequately appreciated and rewarded?
believing leaders have a sincere interest in their well being?
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As a leader and a direct manager of others, do you:
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motivate people to go the extra mile?
help people in the organization develop new skills?
inspire employees to do what it takes for agency success?
inform people about how they contribute to the agency?
show appreciation & recognize the efforts of work well done?
care about the people who work for the agency & for you ?
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Online polling survey
 90,000 employees
 18 countries worldwide, including the U.S., China, Canada,
France, the UK & India; AND
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World’s largest employee normative database
 2,000,000+ employees
 40+ countries
GENDER
AGE
YEARS AT
COMPANY
COMPANY SIZE
Male
65%
18 – 24
11%
<1 year
11%
250 – 999
Female
35%
25 – 34
33%
1 – 4 years
34%
1,000 – 2,499 19%
35 – 44
28%
5 – 9 years
23%
2,500 – 4,999 10%
45 – 54
20%
10 – 14 years
11%
5,000 – 14,999 15%
15+ years
21%
15,000+
55+
8%
29%
27%
*Gebauer and Don Lowman with Joanne Gordon. CLOSING THE ENGAGEMENT GAP HOW GREAT COMPANIES
UNLOCK EMPLOYEE POTENTIAL FOR SUPERIOR RESULTS. Towers, Perrin, Forster & Crosby, Inc., 2008. p. 7.
Respondents by Country
Belgium
1,000
India
4,500
Poland
1,000
Brazil
1,500
Italy
1,000
Russia
1,000
Canada
5,000
Japan
4,000
Spain
1,000
China
6,000
Korea
1,000
Switzerland
1,000
France
5,000
Mexico
1,000
United Kingdom 5,000
Germany
3,000
Netherlands
2,500
United States
41,500
Gebauer and Don Lowman with Joanne Gordon. CLOSING THE ENGAGEMENT GAP HOW GREAT COMPANIES
UNLOCK EMPLOYEE POTENTIAL FOR SUPERIOR RESULTS. Towers, Perrin, Forster & Crosby, Inc., 2008. p. 7.
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Employee Engagement is a deep and broad connection
employees have with an organization that results in a
willingness to go beyond what’s expected of them to help the
organization succeed.
This connection occurs at 3 levels:
 The Rational (the head)
 The emotional (the heart)
 The motivational (the hands)
Gebauer and Don Lowman with Joanne Gordon. CLOSING THE ENGAGEMENT GAP HOW GREAT COMPANIES
UNLOCK EMPLOYEE POTENTIAL FOR SUPERIOR RESULTS, p. 9-10.
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Senior management’s sincere interest in employee wellbeing.
The opportunity an employee has to improve skills.
The organization’s reputation for social responsibility.
Opportunity to provide input into decision making .
An organization’s ability to quickly resolve customer
concerns.
Gebauer, p. 13
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An employee’s readiness to set high personal standards.
Excellent career advancement opportunities.
An employee’s interest in challenging work.
An employee’s relationship with her supervisor.
The organization’s encouragement of innovative thinking.
Gebaurer, p. 13.
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Senior management’s sincere interest in employee wellbeing.
Improve skills and capabilities over last year.
Organization’s reputation for social responsibility.
Input into decision making.
Organization quickly resolves customer concerns.
Gebauer p. 15.
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38% believe senior management is sincerely interested in
well-being.
36% excellent career advancement opportunities.
50% organization encourages innovative thinking.
Gebauer p. 16.
SELF
ACTUALIZATON
ESTEEM NEEDS
LOVE NEEDS
SAFETY NEEDS
PHYSIOLOGICAL NEEDS
Herzberg’s Motivation Theory
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Create Only Satisfaction
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Work Itself
Achievement
Recognition
Growth
Advancement
Responsibility
--- Satisfaction ++++
Herzberg’s Hygiene Theory
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Create Only Dissatisfaction
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Policies and Procedures
Interpersonal Relations
Salary/Pay
Supervision
Working Conditions
Relationship w/Boss
--- Dissatisfaction ++++
Vroom’s Expectancy Theory
Three Key Variables
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Employees will be motivated
when:
 putting in more effort will
yield better job performance;
 better job performance leads
to organizational rewards
such as more pay and
benefits;
 the predicted organizational
rewards are valued by
employees.
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Valence
Instrumentality
Expectancy
The product of these variables
is motivation.
Affiliation
Feeling of belonging to an
admirable organization that
shares your values
 Organization
commitment
 Work environment
 Citizenship
 Title
Compensation
The monetary
rewards you
receive
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Base salary
Incentives
Cash recognition
Premium pay
Pay process
Benefits
Your benefits
REWARDS OF WORK
 Health
 Retirement
 Recognition
 Perquisites
Work
Content
Employee
Value
Proposition
 Variety
 Challenge
 Autonomy
 Meaningfulness
 Feedback
Satisfaction from
the work you do
Career
 Advancement
 Personal growth
 Training
 Employment
Security
Your opportunities for
development and
advancement
SIBSON CONSULTING
Five Actions to Convert
the Enrolled and Enlist
the Disenchanted
 KNOW
THEM
 GROW THEM
 INSPIRE THEM
 INVOLVE THEM
 REWARD THEM
Gebauer p. 17.
1. Do employees understand the agency’s strategy and embrace
core values?
2. What % of employees know how to add value to the agency?
3. What are the most critical employee retention points in your
agency?
4. How many of your employees are in retention risk zones?
5. How many of your employees are ready for a promotion?
Gebauer pp. 45 - 46.
6. How many employees exceed their annual performance goals?
7. What rewards have the highest value for each workforce
segment?
8. What do employees say are the key reasons they work for the
agency?
9. What makes employees feel proud of their agency?
10. Is there a belief that the organization delivers on its promise to
customers?
Gebauer pp. 45 - 46 .
1. What “total rewards” (compensation, appreciation, recognition,
work-life balance, etc.) are most meaningful to the employees
working for you?
2. What are their career expectations?
3. What brought these employees to the agency and what keeps
them?
4. How long were these individuals in their prior jobs?
5. When are your employees most likely to be at risk for leaving?
Gebauer pp. 45 – 46.
6. What do your employees do outside of work ? What’s most
important to them?
7. How do these employees view top management?
8. What things inspire the employees who work for you?
9. What do these employees really want to learn about?
10. What do employees need to know about the agency to
appreciate their own contributions to overall success.
Gebauer pp. 45 – 46.
1.
2.
3.
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5.
Agency’s primary mission? What are its long-term goals & values?
How is the agency doing financially?
What are the agency’s greatest challenges at this time?
Who is the Executive Director? Who is the employee’s boss?
What are the capabilities/skills one must demonstrate to move
ahead?
--What does the manager see as your greatest strengths & most limiting
weaknesses?
--What is the intended career path over the next 2 years?
--Is it clear how to get there?
Gebauer pp. 48 .
6. Formal education/learning opportunities the agency provides you?
7. What socially responsible activities does your agency undertake?
8. How does your work contribute to the agency’s goals?
9. How does your work contribute to the agency’s business?
10. Can you articulate what factors go into your overall compensation
& what factors contribute most to determining your next salary
increase?
--Do you know all the health & financial benefits your agency offers?
Gebauer pp. 48-49.
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36% have not improved their skills over the past year.
48% have not received the training needed to do the job.
64% believe their company rates “average” or “below” in
providing training opportunities.
72% other organizations do a better job than their
current employer for career development.
Gebauer, p. 76.
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To inspire them, engaging agencies create two
key emotional bonds with employees:
 A sense of pride in the work they and the agency do.
 A belief that the agency cares about the employee’s
well-being.
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49% believe their senior leaders act in ways consistent with
the organization’s values.
38% senior management has sincere interest in employee
well-being.
38% senior management communicates openly &
honestly.
44% senior management tries to be visible and accessible.
Gebauer p. 120.
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Create a line-of-site understanding.
Gather employee input to leverage experience
and foster creative problem solving.
Provide both informal and formal feedback.
Create opportunities for collaboration.
Give employees the freedom to act.
Gebauer pp. 163-184.
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The work experience is defined by a combination of
4 things on the Rewards front:
 Pay: what people are paid/how fair/competitive it is.
 Benefits: how & to what extent employees are protected
from medical, financial, & other risks in their lives.
 Development: how the agency ensures employee
development & advancement.
 Environment: how supportive, stimulating & open the
culture & environment are.
Gebauer p.192.
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The gap that’s created
when an agency tries to
execute its strategy
despite its people
rather than through
them.
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How can we convince an entire organization to
think & act differently?
How could we encourage those discretionary
efforts so critical to success?
How can the full workforce be engaged thereby
enabling the strategy to succeed?
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Top activities in which you are engaged ?
Why are they so compelling?
How might you engage people in your organization?
What percentage of your employees are truly engaged in
your agency’s work?
 3 Brick Layers Story
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People want to be a part of something big.
People want to feel a sense of belonging.
People want to go on a meaningful journey.
People want to know that their
contributions make a significant impact or
difference.